Commuting is hard. Changing established commuting behavior is harder. It’s hard at the individual, organizational, and societal levels. Most of us don’t commute because we want to, but because it’s the only way to reach economic opportunity.
In January, I attended the 99th Annual Meeting of the Transportation Research Board (TRB) to take in this year’s theme, A Century of Progress: Foundation for the Future. The TRB brings together the preeminent transportation researchers, practitioners, and policy-makers from government, industry, and academic institutions for a week of presentations and discussions on the present and future of transportation systems.
Every year, the U.S. Census Bureau uses the American Community Survey (ACS) to collect data from over 3.5 million households to better understand modern American life. Using over 40 survey questions, the ACS collects information on a variety of factors, including education, occupation, housing, commuting, and ancestry.
We wondered: now that we’re all back from holiday vacations, just how much of our time do us Americans really spend commuting each year?
Gone are the days where we could quickly backfill critical roles. With record low unemployment, increased time-to-fill, and rising hiring costs, many organizations are reevaluating their retention strategies. To perfect such a strategy, you have to first understand what, exactly, drives employees out the door.
Researchers at the University of West England surveyed 26,000 employees to learn about their commute and found that a 20-minute longer commute had the equivalent impact on overall job satisfaction as a 19% pay reduction.
What are the first few things you read on a resume? A name and an address. While these may seem like harmless details at first glance, new research reveals that an address may actually perpetuate bias and inequity in the hiring process.